Mobile strategy

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  • ProgrammabilityPotential for creating more responsive applications (combats bad perception left by WAP)Critical personal dataEvery application will access personal user profile in some formCustomizations, preferences, authentication information, personal information (contacts, tasks, appointments, etc.)Mobile payments (credit cards, account information, e-tickets)Asynchronous CommunicationMost applications are best described as event-based―core of the application logic is to react to some external events.Aesthetic, convenient user interfaceApplications need pleasing, simple and responsive user interfacesAlways-on network connectivityAlmost all applications heavily rely on network connectivity. Integration of data from the desktop (office, enterprise, school) to mobile device. Access anytime, anywhere is what increases utility of the mobile applications.
  • ProgrammabilityPotential for creating more responsive applications (combats bad perception left by WAP)Critical personal dataEvery application will access personal user profile in some formCustomizations, preferences, authentication information, personal information (contacts, tasks, appointments, etc.)Mobile payments (credit cards, account information, e-tickets)Asynchronous CommunicationMost applications are best described as event-based―core of the application logic is to react to some external events.Aesthetic, convenient user interfaceApplications need pleasing, simple and responsive user interfacesAlways-on network connectivityAlmost all applications heavily rely on network connectivity. Integration of data from the desktop (office, enterprise, school) to mobile device. Access anytime, anywhere is what increases utility of the mobile applications.
  • Mobile strategy

    1. 1. Innovation Management Is a State of Mind The Amaté platform Mobile Strategy May 13th 2014 - Preliminary Draft -
    2. 2. I. Introduction II. Impact III. Value levers IV. Case studies V. Metrics Intro Value CasesImpact
    3. 3. • In 97 countries around the world, there are now more mobile devices than there are people. • There were 158.1 million mobile payment users worldwide in 2011 and the numbers should reach 1 billion in 2016. • IDC predicts that by 2014 there will have been over 76 billion mobile apps downloaded • By 2015, 500 millions smartphones and 200 millions tablets will be in circulation 'Forecast: Mobile Application Stores, Worldwide, 2008-2014 Intro Value CasesImpact
    4. 4. Mobility rather than Mobile • Mobility is radically different from the "desktop" experience • Mobility is a "lean back" experience like sitting in the metro watching a video • It is also "lean forward" — like shopping at the FNAC during a lunch break • In many cases, it's "lean free" when you're scanning news headlines or photos from friends in class • Mobile is nuts, bolts, and infrastructure, while mobility is the context which determines customer value David Armano Intro Value CasesImpact
    5. 5. • US app industry has been found to have more than 466,000 jobs • The app development industry is providing more jobs than software publishing and the telecom carriers • The industry produced $20 billion in revenue, with Apple’s App Store alone registered as having 124,475 active publishers adding content to it. Intro Value CasesImpact
    6. 6. • Entreprise mobile solutions will generate $40 billion in sales • Manufacturing is the largest vertical market • Mobile payments is a major market • Perceived benefits include operational efficiency, sales, compliance and security Intro Value CasesImpact
    7. 7. Intro Application MetricsImpact
    8. 8. • Context over process • What does productivity mean? • Ecosystems rather than products • A loss of corporate control • Rethinking computing • Giving an application new meaning • Changing IT skills • Revenue models • Defining business value Intro Application MetricsImpact
    9. 9. • Context : The setting (circumstances) in which an event occurs • Process : A structure of activities and tasks in response to customer demands • Processes are models whereas context reflects patterns of interaction • Context has geographical and social dimensions Saavedra Intro Value CasesImpact
    10. 10. • The Smartphone isn’t a consumer product but an ecosystem • Brands are becoming platforms • Customer experience is the foundation of value • Passions and connections are more important than features and functions Greg Satell, Innovation Excellence Intro Value CasesImpact
    11. 11. ? • An era of ―continuous productivity‖ - Stephen Sinofsky • Strategy is execution-centric. • Productivity depends on collaboration • Individuals own devices, organizations develop and manage IP. • Everyone uses the tools of management Intro Value CasesImpact
    12. 12. A loss of corporate control • Who is in charge of the physical device? • Who controls the software on the device(including the OS) ? • Who controls the way the device connects? • How secure are the back end systems that are accessed through mobile apps? Intro Value CasesImpact
    13. 13. Intro Value CasesImpact
    14. 14. • Aesthetic, convenient user interface • Asynchronous Communication • Always-on network connectivity • Critical personal data • Built-in interactivity Intro Value CasesImpact
    15. 15. • Analyse the user experience and the context in which they « work » • Design applications essentially from web services • Understand how the various mobile platforms are built • Develop mobile strategies that match the underlying business models Intro Value CasesImpact
    16. 16. • Advertising revenue • Brand Takeovers • Download fees (and upgrades) • In-app purchases • Subscriptions • Two-sided model (the app as a platform) Paulina Delgado Soots Intro Value CasesImpact
    17. 17. • Use patterns • Funnel analysis • Consumer behaviour • Social graphs • Behavioural economics Nolan Wright Intro Value CasesImpact
    18. 18. • Zaarly is a buyer-powered market - focus on what people want than what they have • Creates a broad, transparent, and social marketplace • 43 percent of the items are requests for "stuff, 40 percent for services, and 17 percent for "access to experiences― • Business model based on transactional sales Intro Value CasesImpact
    19. 19. • A mobile work marketplace connecting businesses to their communities • Crowdsourcing model – Users are paid to collect, capture and report real-world data • Work includes verify a street name, photograph a menu, report on red-light cameras, confirm product placements in stores • The company currently targets real- estate, local, travel, government, consumer research, and retail « Gigwalk connects people with businesses to get work done anywhere ― Intro Value CasesImpact
    20. 20. • Shopkick, lancée en août 2010 à Palo Alto • C’est une application de géolocalisation permettant de gagner des points et recevoir des coupons promotionnels • Plus de 2,3 millions de consommateurs ont téléchargé l’application générant ainsi plus de 2 millions d’entrées physiques en magasin • Une fois en magasin, des taux de conversion en clients de 15 à 20%. • Au total, plus 700 millions de produits ont été consultés via l’application dont 7 millions ont été scannés durant une visite en magasin. Intro Value CasesImpact
    21. 21. • Giffgaff - gaelic for mutual giving reflected in their manifesto • Social CRM : member gets member, eVouchers, goodybags • Customer service is member driven • Giffgaff labs – crowdsourcing product testing • Payback for miles, cash or charities Intro Value CasesImpact
    22. 22. Intro Value CasesImpact
    23. 23. • Why are users are failing to complete proposed activity? • Monitor conversion rate using unique visitors and click-through rates. • Landing pages provide the biggest challenge to digital challenges. • Reduce number of steps to facilitate engagement. • Reduce the number of fields that require user input. • Check for leaks: visitors might not be dropping completely but using other routes. Cian O' Sullivan Intro Value CasesImpact
    24. 24. • What aspects of your app are influencing the mindset of your users? • Monitor the « stickiness » of your message through number of visits, time spent per visit, citations and redirects. • What customer challenges/opportunities are you addressing? • What skills and knowledge are you targeting? • How does your application fit into the story that your customers are trying to tell? Intro Value CasesImpact
    25. 25. • Why your user base does what it does? • Tracking time and location to map out the spaces where "what's going on" happens. • Context is a means of measuring the extent to which a vision (product, service, idea) can be shared • Social spaces are constructed from a vision, ―actors‖, repeatable events, and outcomes. Intro Value CasesImpact
    26. 26. • How does your data elucidate user behavior? • Social graphs are the global mapping of your customer base and how they're related • Capture and monitor identity, quality and structure of relationships with others • Emergent behaviors – what new business opportunities might be explored? Alex Iskold Intro Value CasesImpact

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